A project's autonomy, the degree to which a project can evolve without constant interference from the parent organization, is a key feature of innovation projects. The literature treats autonomy as a passive phenomenon and underestimates how projects as temporary organizations interact with more permanent forms of organizations. A dynamic and contextually sensitive understanding of project autonomy is valuable; autonomy can change over the course of the project's lifecycle and evolve into extreme isolation. We show how autonomy is shaped through practices of isolation and how this influences project outcomes. Two innovation projects were studied through qualitative\055interpretive methods and we analyzed symbolic, discursive and spatial practices of isolation. These practices facilitate the exploration of innovations but limit the transmission of these innovations to the parent organization. We contribute to the literature on temporary organizations and project-to-parent integration by illustrating and theorizing the role of practices of isolation in this process.@en

In the construction industry, public and semi-public clients increasingly depend on private parties to achieve project outcomes by adopting network type of governance approaches. However, social-political responsibilities remain at the public side. Hence, the general challenge for public commissioners is to find a new balance between dependency and responsibility when safeguarding competing traditional and network values. Based on three qualitative studies of a PhD project on safeguarding public values by public construction clients, applying concepts from public administration and public value theory, this paper presents three lessons learnt on future roles and responsibilities. We argue that future 'good' commissioning should be 1) more about embedding new value systems and less about changing existing values mechanisms, 2) more about paradox thinking in a convener role and less about trade-offs in a steering role and, 3) more about informal accountability in the value chain and less about formal accountability in the project chain. To ensure the 'right' kind of interference in the value process, public clients' way of coping with publicprivate conflicts, needs to correspond with the internal governance arrangements, and vice versa. Further research should focus on facilitating this alignment by providing a public value safeguarding strategy tool for public construction clients.

@en

Today’s societal challenges increasingly ask for collaborations of public, private and societal parties to achieve public goals though public service delivery projects. In these PPPs project managers have to align the interests of the permanent parent organization with the interests of the temporary project organization. Especially in urban area development projects a network of multiple internal and external actors creates a situation in which public construction client organizations must cope with different logics in, often conflicting, value systems. They are challenged to balance values related to their legal obligations, such as reliability and equity, and the increasingly important values related both product and process innovation. We use an in-depth case study to identify the main tensions that are present between the different logics of the public, private and societal organizations involved in the delivery of public goods and services in the supply chain of an urban area project. And identify different resources (administrative and otherwise) that are consciously or unconsciously deployed coper with value conflicts. The fieldwork was conducted between June 2017 and December 2018 and consisted of interviews, observations and document analysis. Using public value process mapping, we followed both top-down and bottom-up strategy alignment practices. Findings show that the particularly participatory context displays a mixture of three logics; 1) the logic of the public commissioning organization, 2) the logic of residents organized in a panel and 3) the business logics of local suppliers organized in a tender pool. We identified various collective or individual, formal or informal, or defensive or active strategic responses to these conflicting values systems. Results of the study will increase the awareness of project managers on steering public values within the public domain and can be used to explicate the pallet of safeguarding mechanisms that are applied in construction projects.@en

Purpose: The purpose of this paper is to address the barriers that Dutch housing associations encounter in implementing new procurement strategies. Design/methodology/approach: Several aspects of purchasing, portfolio management, project delivery and supply management are discussed in relation to the changing role of housing associations as semi-public commissioning bodies in the Dutch construction industry, based on data derived from workshops with six Dutch housing associations. Findings: Housing associations are adapting their procurement strategy towards a more integrative and performance-based approach to supply management. Due to the complexity of implementing this process, housing associations struggle especially with moving beyond pilot projects, increasing the maturity levels throughout the organisation and aligning new policies with daily practices at a tactical and an operational level. Practical implications: Increased knowledge of change processes and seeing the potential of maturity models will be valuable for practitioners who are dealing with changes on the work floor. Social implications: Client organisations are considered one of the key drivers of change in the construction industry. Insights into these particular organisational change processes contribute to the potential of industry reform. Originality/value: Most studies on collaboration and integration in the supply chain focus on the inter-organisational level or on the supply side, rather than the internal organisation of the client.

@en

One way of achieving public value is by policy-delivery through exchanges of product, services and financing between individuals, companies, social institutions, and government. This way complex networks of multiple internal and external actors develop in which public organizations must cope with different logics in often conflicting value systems. Strategies to address trade-offs in the management of policy implementation are key to business optimization and of great relevance to safeguarding public value. In this paper we look into strategy alignment practices of a Dutch municipality that implement a new participatory procurement strategy to redevelop a city park in a multicultural neighborhood. Based on an ethnographic case study research we answer to the question: ‘How do public organizations balance the multiple institutional logics that belong to different public value regimes in safeguarding public service delivery in the built environment?’ Results indicate that there are many obstacles in sufficiently responding to conflicting value systems, originating from a misalignment in application of governance mechanisms. In an attempt to transition to a network type of governance, which is more sufficient for the delivery of public services in todays fragmented society and -public domain, elements of different governance mechanisms were applied at different decision-making levels. More informal ways of organising were only found as addition to the existing formal systems, preventing sustainable organizational maturing in handling the multi-level challenge of managing often conflicting policy goals. We should therefore expand our knowledge on combining ‘old’ and ‘new’ patterns of organizational governance in approaching public values.@en

Due to the extensive duration and the dynamic environment of construction projects, changes in contract conditions are inevitable during its implementation. Therefore, it is important that changes are actively managed during the project life cycle. However, contracts do not always offer effective ways within the standardised change procedures to cope with change events. We argue that changes do not have to be managed solely through the contract, but can also be managed by applying alternative kinds of dealing mechanisms. This paper presents the results of an in-depth study through ethnographic and action research into the modus operandi with regard to (unexpected) changes in the realization phase of a large scale PPP (Public Private Partnership) infrastructure project. This study reflects real life practice of change management and presents the way(s) various dealing mechanisms, such as contract rules, relations, organisational structure, knowledge, and competences are interactively employed in the actual management of changes. The study aims to serve as a foundation for researchers and practitioners in offering effective measures to set up, manage and improve the practice of change management in public contracting.

@en

Project-based firms have to capture value from the projects in which they engage. This can be challenging as firms need to reconcile project goals and organizational goals while attempting to avoid the slippage of value to other actors. Drawing on interviews with architects and clients, this research reveals how architectural firms used the strategies of postponing financial revenues in a project, compensating for loss of financial revenues across projects and rejecting a project to accept or mitigate the slippage of financial value, and to avoid the potential slippage of professional value in projects. With these strategies firms attempt to enhance their overall benefits. The study contributes to the literature on project business by showing how a more nuanced conceptualization of value slippage is particularly helpful to theoretically explain and practically manage
the value capture of project-based firms through both single project and project portfolio decisions.@en

Today’s societal challenges increasingly ask for collaborations of public, private and societal parties to achieve public goals though public service delivery projects. Complex hybrid networks of multiple internal and external actors develop in which public organisations must cope with different logics in often conflicting value systems. In this paper we aim to improve our understanding of how multiple institutional logics can coexist within public commissioning organisations and how they are balanced. We look into how hybrid organisations select, prioritize and integrate plural institutional logics using different response strategies to organisational complexity. We use an in-depth case study to identify the main tensions that are present between the different value systems of the public, private and societal organisations involved in the delivery of public goods and services in the supply chain of an urban area project. And identify different resources (administrative and otherwise) that are consciously or unconsciously deployed coper with value conflicts. The fieldwork was conducted between June 2017 and May 2019 and consisted of interviews, observations and document analysis. Using public value process mapping, we followed the participatory procurement process ‘bottom-up’, connecting project objectives that are set on organisational level to project management practices and trace how public values are translated from public parties to private parties in the construction industry. Results indicate that responses to conflicting value systems were mostly individual and defensive. More informal ways of organising were only found as addition to the existing formal systems, preventing sustainable organisational maturing in handling the multi-level challenge of managing often conflicting policy goals. We should therefore expand our knowledge on combining ‘old’ and ‘new’ patterns of organisational governance in safeguarding public values.@en

Strategy and identity can work together and enable organizations to reconcile short-term and long-term objectives, but their interplay may easily lead to vicious circles that prevent innovation or jeopardize an organization’s distinctiveness. On the one hand, identity may impede change if the strategic alternatives it allows for do not align with the new problems the organization faces. On the other hand, continuously reconstructing identity along with strategic decisions that are made can result in the organization losing its distinctive, central selling point and potentially even the commitment of the organizational members who identify with it. Previous research has shown how a sustained interplay in which strategy is – over a longer period of time – meaningfully framed by identity and serves to enact identity, may help organizations escape these vicious circles in the long run. Yet, how the day-to-day interactions of groups of organizational members influence the construction and management of a sustained identity-strategy interplay is still underexplored. Consequently, we know little about how organizational members can collectively nourish or compromise a well-balanced relationship between identity and strategy in their organization through their daily interactions. We opted for a process research design that allowed us to observe and compare interactions of multiple groups of organizational members in concentrated modes of strategy-making, thereby viewing process as an ‘activity’. Adopting a rhetoric-based perspective of identity work and strategy work as continuously inter-weaving dynamics, we study the emotionally-laden, rhetorical accounts of 17 groups of architects during project-oriented strategy workshops to see how they collectively give form to identity-strategy interplays when discussing their daily work. Studying group interactions around identity and strategy in contexts where members pursue multiple, possibly competing goals and uphold multiple, possibly competing identities, such as in architectural firms, is particularly relevant, as such complex, dynamic organizational settings are becoming more and more prevalent.@en

Successfully sharing knowledge through interactions between projects and the organization is, especially in a situation of changing work processes, an important capability for organizations to learn. The aim of this study is to gain insights into the process of project-based learning, specifically by studying how project-based learning relates to project autonomy. Drawing on the data of two teams in collaborative projects, we found that in both projects symbolic, discursive, and spatial practices of isolation were developed that changed the relationship with the permanent organization. We show how these practices contributed to the project teams moving from operating autonomously – whilst still having their goals aligned with the organization – to operating in isolation from the permanent organization. The findings indicate that project autonomy is beneficial for explorative forms of project-based learning, but when turning into isolation project autonomy inhibits the dissemination of knowledge to the wider project-oriented environment.@en

Successfully sharing knowledge through interactions between projects and the organization is, especially in a situation of changing work processes, an important capability for organizations to learn. The aim of this study is to gain insights into the process of project-based learning, specifically by studying how project-based learning relates to project autonomy. Drawing on the data of two collaborative projects, we found that in both projects symbolic, discursive, and spatial practices of isolation were developed that changed the relationship with the permanent organization. We show how these practices contributed to the project teams moving from operating autonomously – whilst still having their goals aligned with the organization – to operating in isolation from the permanent organization. The findings indicate that project autonomy is beneficial for explorative forms of project-based learning, but when turning into isolation project autonomy inhibits the dissemination of knowledge to the wider project-oriented environment.@en

‘Future Roles for Architects’ describes the core insights from a research project into new role structures in the Dutch architectural sector, conducted as part of the futurA project on “future value chains of architectural services”. For four years a joint team from Delft University of Technology and Radboud University in Nijmegen, working in close collaboration with BNA, the Royal Institute of Dutch Architects, studied the future of the professional roles performed by architectural firms within the broader construction process. FuturA was one of 23 projects funded by NWO, the Netherlands Organisation for Scientific Research, in 2013 as part of the CLICK.NL programme, to strengthen knowledge about and innovation in the creative sector. The objective of this particular project was to better understand changes to the architectural profession arising out of ongoing social trends and the recent financial crisis, as well as to expose opportunities for the future. The architect “as entrepreneur” has long been a largely neglected topic in research on the construction industry. Thankfully, entrepreneurship has now become an accepted concept within the architectural sector. The Royal Institute of Dutch Architects (BNA), for example, has developed many activities in this field. As a team, we are extremely proud of the enthusiasm with which our PhD students Marina Bos-de Vos and Bente Lieftink have foraged for scientific understanding amidst the forest of interesting practical examples and personal experiences in their respective areas of expertise. As a result of their efforts, we have not only been able to gather solid know-how about the creation and capture of professional, financial and use value, but also gained a good understanding of the various role structures within the construction supply chain, as well as the consolidation of changes to them. This academic design guide for the architectural firm of the future is one of the products of our research. As well as providing theoretical insights into the architectural firm itself and into project collaboration in general, we present four practical role identities that architectural firms can take on within the construction process: “initiator”, “specialist”, “product developer” and “integrator”. The board game with cards accompanying this publication can be used in a variety of ways to stimulate collective reflection about the direction you as a firm want to take with a particular project and about which revenue models and collaborative strategies are best suited to that trajectory. For each role identity, we present the most crucial professional challenges and opportunities facing the architectural firm as part of the supply chain. This should enable you to design your own role within a given project. But with that our task is complete. From here, it is up to you as a reader of this book and a player of the game to translate the lessons you learn into financially and professionally sustainable roles as an architect of the future.@en

For financial and strategic reasons, public and semi-public construction clients increasingly depend on private parties to carry out public service delivery. They subcontract operational responsibilities to private parties while remaining socio-politically responsible for ensuring public values. Public administration literature mainly addresses the importance of procedural and performance values in safeguarding public values. However, safeguarding the quality of the built environment also requires a focus on product values. In this study, we aim to increase the understanding of the meaning and significance of public values in the daily practice of public construction clients and identify the challenges they face in commissioning these seemingly opposing values. A set of semi-structured interviews with the public administrators of a variety of public and semi-public construction client organizations in the Netherlands shows that both internal and external factors influence the collaborative practices between clients and contractors. This causes a value shift from an emphasis on procedural values to managing performance and product values, indicating that clients need to take on a wider view on public values. Six main public value dilemmas were found that complicate the task of developing an open, transparent and sustainable long-term client–contractor relationship. The current contractual system, however, lacks the flexibility to facilitate this product-based value view in construction.

@en

In today’s construction industry we witness an increase in public private collaboration in the delivery of public goods. New public private structures affect the traditional notion of accountability, bringing along a strong emphasis on performance and outcome. By transferring operational responsibility to the market parties in public private collaboration, there are fewer possibilities to directly influence the outcomes of these processes. Socio-political responsibilities, however, remain with public parties, requiring other kinds of safeguarding mechanisms to come into play. In this paper we aim to explore how public construction clients try to find a balance in public value management activities by rethinking their roles and responsibilities in the context of an increasing value and volume of integrated service deliveries in construction. We present results of a set of semi-structured interviews with different actors playing a part in commissioning of organisations with different degrees of publicness. The results indicate that the alignment of the client role and change in responsibilities should be rather flexible in order to balance the potentially conflicting procedural obligations as a public organisation and creating room to steer on increasingly important values of sustainability, innovation and quality. It was shown that public agents need to adopt a more facilitating and frame-setting role and build sustainable relationships based on trust. And although they are dependent of private market parties to achieve certain new‘ values, their position as public client organisations actually enables them to take a forerunners‘ role. In order to facilitate the desired value shift roles and responsibilities need to be aligned with steering mechanisms. Further research could look more closely into the alignment of the role and responsibility change and organisational- and steering mechanisms that are flexible enough to deal with the restrictions that lawfulness brings along.@en

In reaction to the recent call for critical debate in the field of construction management research, I argue that we should embrace the richness of adjacent fields of study in order to dynamically develop our own and face the plethora of contemporary societal challenges that exist in our industry. I introduce the concepts of other-than-rational thinking in decision-making and multiplicity in management responses as examples of inspirational sources from social sciences that would contribute to truly understanding the driving forces of construction management processes. I connect these concepts to contemporary studies in construction management and share my experiences with several positive collaborative approaches in conducting construction management research.

@en

In the construction industry clients largely depend on contractors to deliver projects. According to agency theory problems of goal conflict and information asymmetry arise in this delegation of work because both the principal and the agent are self- interested. The control-oriented governance mechanisms that agency theorists propose as a means to resolve these problems can act counterproductive and give rise to new problems. Stewardship theory offers a counterweight to agency theory and assumes a relational reciprocity between the principal and the steward. Recently, a large group of Dutch public construction clients and contractors have collaboratively expressed their desire to improve their relationship in a manifest called ‘the market vision’. This phenomenon can be interpreted as a desire to shift from a principal- agent towards a principal-steward relationship. The aim of this paper is to explore how public clients engage in stewardship relationships with contractors. This research is based on a case study of one of the most ambitious projects under the umbrella of this market vision trajectory. The analysis of the documents, observation notes and semi-structured interviews with project team members indicate that they developed a relationship which can be characterised as a principal-steward bond. By investing in relationship-building from the pre-commercial phase, throughout the tender phase and the execution phase, they put their individual differences beside in order to reach their initially defined common goal. It remains however to be seen whether this can be considered as a complete stewardship relation.@en

The purpose of this paper is to investigate and compare in what ways different types of integrative and collaborative procurement strategies may enhance efficiency and innovation in public infrastructure projects. Further, implementation challenges are identified and discussed. Interview-based case studies were performed of ten infrastructure projects in Sweden and the Netherlands. The projects involve four types of collaborative procurement strategies - collaborative Design-Build (DB) contracts, Early Contractor Involvement (ECI) agreements, Design-Build-Maintain (DBM) contracts and Design-Build-Finance-Maintain (DBFM) contracts. The findings indicate that the duration of the collaboration is fundamental in setting the limits for innovation and that early involvement as well as long-term commitments open up for more innovation. Naturally, the potential for increased efficiency is higher than for innovation and also occurs in collaborations with limited duration. These integrated project approaches, however, still appear to be in an early stage of learning. For a public repeat client to realise the full potential of a new strategy, it is important to have a long-term perspective and capabilities to analyse and learn from the experiences.@en

The purpose of this paper is to investigate and compare in what ways different types of integrative and collaborative procurement strategies may enhance efficiency and innovation in public infrastructure projects. Further, implementation challenges are identified and discussed. Interview-based case studies were performed of ten infrastructure projects in Sweden and the Netherlands. The projects involve four types of collaborative procurement strategies - collaborative Design-Build (DB) contracts, Early Contractor Involvement (ECI) agreements, Design-Build-Maintain (DBM) contracts and Design-Build-Finance-Maintain (DBFM) contracts. The findings indicate that the duration of the collaboration is fundamental in setting the limits for innovation and that early involvement as well as long-term commitments open up for more innovation. Naturally, the potential for increased efficiency is higher than for innovation and also occurs in collaborations with limited duration. These integrated project approaches, however, still appear to be in an early stage of learning. For a public repeat client to realise the full potential of a new strategy, it is important to have a long-term perspective and capabilities to analyse and learn from the experiences.

@en

‘De toekomstige rol van de architect’ beschrijft de essentie van onze wetenschappelijke verkenning naar nieuwe rolstructuren in de Nederlandse architectenbranche. Deze verkenning is uitgevoerd in het kader van het futurA project, dat verwijst naar future value chains of architectural services. Vier jaar lang hebben we vanuit de Technische Universiteit Delft en Radboud Universiteit Nijmegen in nauwe samenwerking met de BNA onderzoek gedaan naar de toekomstbestendigheid van de rollen die architectenbureaus in het bouwproces vervullen. Het futurA project is één van de 23 projecten die vanuit NWO, de Nederlandse Organisatie voor Wetenschappelijk Onderzoek, binnen het programma CLICK.NL in 2013 tot stand is gekomen om de kennis over en innovatie in de creatieve industrie te versterken. De doelstelling van het project was om veranderingen in het werkveld van de architect ten gevolge van sociaal-maatschappelijke verschuivingen en de financiële crisis te doorgronden en kansen voor de toekomst bloot te leggen. De architect als ondernemer was lange tijd een onderwerp waar weinig aandacht voor was in de bouw. Inmiddels is ondernemerschap in de architectenbranche een gangbaar begrip. Ook de BNA ontplooit veel activiteiten op dit gebied. We zijn als team uitermate trots dat onze promovendi Marina Bos-de Vos en Bente Lieftink, ieder vanuit hun eigen expertisegebied, met veel enthousiasme wetenschappelijke verdieping hebben gezocht in het woud aan interessante praktijkvoorbeelden en persoonlijke ervaringen. We hebben hierdoor zowel gedegen kennis kunnen vergaren op het gebied van het creëren en toe-eigenen van professionele, financiële en gebruikswaarde, als inzicht gekregen in de verschillende rolstructuren in de bouwketen en het bestendigen van veranderingen hierin. Ons onderzoek heeft geleid tot de ontwikkeling van deze ontwerpgids die zijn gebundeld in deze wetenschappelijke ontwerpgids voor het architectenbureau van de toekomst. Naast theoretische inzichten over het bureau en de samenwerking binnen een project wordt een onderscheid gemaakt in vier rolidentiteiten van waaruit de architect in de bouwketen kan acteren: de initiator, de specialist, de productontwikkelaar en de integrator. Het spelbord met kaartjes, dat als bijlage beschikbaar is bij deze publicatie, kan op verschillende manieren gebruikt worden om in gezamenlijkheid na te denken over waar je als bureau met een project heen wilt en welke verdienmodellen en manieren van samenwerken daar het beste bij past. Per rolidentiteit worden de meest cruciale uitdagingen en kansen voor de bedrijfsvoering van architectenbureaus en de samenwerking in de keten weergegeven. Dit maakt het mogelijk om je rol in een project zelf te ontwerpen. Onze taak zit er hiermee op. Het is aan de lezer van het boek en gebruiker van het spel om de opgedane inzichten verder te vertalen in financieel en professioneel duurzame rollen voor de architect van de toekomst. @en